Beili Zhang

Leading the SOSIE SIM project: delivering a simulator for public transport scheduling. -Implementing hybrid planning (waterfall in MS Project for external milestones + Scrum sprints in Jira for internal teams) -Coordinating all actions across multiple stakeholders: clients, internal resources (software & hardware teams), and subcontractors (for maintenance) -Estimating resources, escalating risks and issues -Managing communication with stakeholders (clients, internal, subcontractors) -Preparing and leading steering committee (COPIL) presentations

Driving greater transparency, coordination, communication, structure, and governance across the OneAMOS program. -Mapping new governance processes using BPMN 2.0 and draw.io. -Documenting processes steps in details via Scribe. -Strengthening stakeholder collaboration by centralizing coordination across all airlines, implementing a structured communication plan, and following up on all tasks via Zoho to ensure clear and effective touchpoints. -Elevating program governance through the design and implementation of a structured UAT2 framework. Planning done via MS Project & Zoho. -Improving meeting effectiveness by introducing clear ceremonies, agendas, and action-oriented follow-ups. -Reducing project risks by proactively identifying, tracking, and escalating risks and issues. -Knowledge Base Maintenance: Administering the structured OneAMOS SharePoint repository for official program documentation, managing version control, access permissions, and content organization.

Missions: PM IS OpStaRs- Eurostar - Sector: Railway Transportation Delivered IT tools (ex: eRoaster) merger project following Eurostar and Thalys merger -Reviewed project planning and led vendor management, and execution, ensuring adherence to deadlines, budget, and quality standards. Tools used: Smartsheet, MS Project, PowerPoint, Excel. -Coordinated with Business Analysts, SMEs, Data analysts to finalize requirements, Legal to include penalty clauses for late/poor-quality deliveries on the contract, and suppliers to define scope, timelines, and release methodologies. -Developed resource estimates and finalized Statement of Work to ensure comprehensive project readiness. -Governance Committee Member for the OpStaRS IS stream, providing oversight and delivering formal status reports to senior leadership. -Supported business change management, developing materials and processes to prepare and train impacted populations for new system implementations. Epic Owner – Proximus Media House – Sector: Broadcast & Media Ensured delivery of New Generation Media Asset Manager -Planned and monitored actions and their interdependencies while unlocking impediments encountered on projects. -Managed and escalated potential risks impacting project outcomes and supported back-end development teams. -Managed cross-functional and external stakeholder collaboration for a project with a critical €15M dependency at Proximus, aligning Scrum teams, suppliers, and partner deliverables. -Drove Agile execution and supplier accountability, tracking all open tasks in YouTrack and contributing to the company's transformation by utilizing in-house Agile tools (TP) and Miro for reporting and collaboration. -Coordinated change management by: *Planning training and Q&A sessions between end-users and broadcast engineers. *Creating channel for end-user to comment on bugs/change requests post-live *Noting and prioritizing all change requests with end-users

Responsible for various end-to-end projects based on the essential principles of the PRINCE2 methodology framework. -Defined and managed project planning (via MS project), deliverables, and human resources capacity, while mapping and mitigating risks via Project Brief, Project Initiation Definition. -Monitored the delivery of technical and non-technical projects, ensuring scope, budget, timing, and quality were met via Highlight report (with updated risk & issue log) presented to the Program Board on a biweekly basis. -Coordination with multiple stakeholders: Procurement, Network, Service & Security, MarCom, ITSM, CISO etc. -Ensured GDPR compliance within my projects. -Identified and monitored interdependencies between projects. -Improved internal processes using BPMN 2.0 and BPMN.io for Confluence. -Enforced documentation standards within the established Confluence repository to uphold project governance and serve as the single source of truth. Main projects: PoP implementation, Business Desk, DDoS mitigation plan

Owned the maintenance and strategic enhancement of the core legacy Underwriting System (UWS). Increased enterprise interoperability by leading the coordination and release of new APIs. Improved operational efficiency by delivering key automation initiatives: the semi-automated eFile claims filing system and Robotic Process Automation (RPA) for B2B claims. -Acted as the primary liaison between Subject Matter Experts (Underwriters’ Assistants) and technical teams to define business requirements and user stories documented on Jira/Confluence. -Facilitated alignment between BAs, FAs, and developers/IT to scope development timelines and clarify technical dependencies. -Coordinated with Project manager from Germany, Nordics & France on releases (capacity, prioritization etc.). -Coordinated UAT planning by ensuring testing resources were available and that user stories and test cases were thoroughly documented and loaded on Jira before testing began. -Monitored UAT progress daily, tracking execution status, pass/fail rates, and defect severity—differentiating between bugs and change requests, and facilitating issue prioritization with stakeholders. -Drove change adoption through benefit-focused communication, hands-on training Q&A sessions and newsletters. Documented and prioritized change requests, providing deployment timing updates for high-priority items to ensure alignment and manage stakeholder expectations. -Designed and implemented a Release Management Framework, standardizing and accelerating UAT, deployment, and change processes. -Led the migration of legacy local drive documents to SharePoint, establishing a new document management system (DMS) with standardized naming conventions, access controls, and archival processes.

Key early contributor (#5) to a new $300M business unit, helping define its operating model and governance. Pioneered the US MGA initiative, developing scalable processes and tools that became a global reference. -Strategic Planning: Developed the US MGA 2-year “Quantum Leap” strategic plan, supported by market research and executive presentations to guide program direction. -Operational Transformation: Led the redesign of global operational processes to enhance scalability and efficiency, establishing a new governance framework. Audit & Compliance Optimization: Re-engineered the internal audit of MGAs, reducing total completion time by ~3 months while ensuring robust tracking of remediation actions. -Platform Implementation & Support: Acted as the key business partner for technology delivery; drafted requirements and led testing for the MGA in-house platform while spearheading the end-to-end implementation of the customized Salesforce "Deal" Module (from business case, business requirement, testing, implementation to user guide). -Continuous Improvement: Mapped end-to-end processes to identify and close gaps, and initiated an Operations Onboarding/Best Practices guide that drove ~30% efficiency gains and improved cross-functional collaboration.

Supported “EOLE” project: reconciliation and migration of Beobank and BKCP’s main activities to CMNE’s platform. -Project Management: 1. Led coordination on transversal activities across Beobank, external consultants and Euro Information teams (Finance Services, Technical Project Managers, Business Analysts, Testers, and developers) to execute monthly white-switch activities and secure readiness for the final December migration. 2. Built a WBS-based tracking tool to streamline schedule and deliverable orchestration across all teams. -Process Design: Modeled complex accounting and tax workflows (pre/post-migration) using ARIS for process optimization and control. -Quality Assurance: Helped testing via HP Quality Center—from case creation to defect tracking—and produced metrics to guide QA efforts. -Stakeholder Communication: Delivered progress updates and strategic ad-hoc analyses to senior leadership to support decision-making.

Drove the Europe-wide Intracountry Interchange (fee paid between banks for processing card transactions) implementation through hands-on test coordination and targeted communications, securing cross-border alignment. -Led the Pan-European implementation of new interchange rates, coordinating strategy, legal, IT, and publication teams from inception to successful go-live. -Engineered a 50% reduction in validation time by optimizing the testing framework across 52 countries and documenting use cases for streamlined knowledge transfer. -Extended by two months to ensure business continuity: responsible for authoring comprehensive handover documentation and transferring critical project knowledge to the permanent team. -Award-Winning Execution: Awarded the ‘Isolv’ Award for problem-solving excellence, a top honor selected from over 450 consultants firm-wide at Intys Consulting.

Conducted strategic analyses in order to optimize sales and distribution in P&G's paper category in Belgium. -Optimized channel mix, SKUs, brand performance and shelving strategy. -Produced strategic pricing analyses (exponential smoothing for seasonality, price elasticity analyses, etc.) via Oracle BI and Excel. Two main recommendations implemented: o Pricing on a new baby care’s innovation. o Slashing SKUs from a female care brand which was cannibalizing the main brand and limiting its distribution channel

PMO for the “Connectivity” IoT Project at MFTBC (Mitsubishi Fuso Truck and Bus Corporation): Drove project governance for the development of a real-time truck-tracking solution, a key initiative within the Daimler Group’s global Industry 4.0 strategy. -Tracked project tasks, coordinated efforts across multiple departments (hardware, software, networks, analytics), and ensured timely delivery. -Prepared project reports for top management and conducted market analyses on telematics in the trucking industry in Japan.

Conceived a tool that studied the firm tenders’ evolution & trends as well as their ROI.

-Managed 4 Team Members & 1 Team Leader. -Responsible of marketing operations of events such as the faculty Job Fair event which gathered 450+ students and 23 large companies. -Trained members on branding and design software (Corel draw x7). -Formulated overall strategies and planning activities of AIESEC LLN with the Executive Board. -Designed and updated the website www.aieseclln.be with Wix. -Managed and updated social media.